TPN Match · A question that changed the plan
We started by talking
about invoices.
Ian Harman · VP, Provider Networks & Technology · TPN.health · February 2025 to August 2026
After TheraMatch became part of TPN.health, the opportunity extended beyond helping someone find a provider. We needed a business that could connect access to care with claims and payment. Asking what we wanted to achieve led us to an internal claims filing system and a platform to manage revenue capture.
Finding a shared purpose
First, we had to name the goal.
At TPN, we were discussing invoicing payers directly. I asked what we were trying to achieve. Were we trying to improve throughput? Invoicing? Payouts? What, exactly, were we trying to do?
That question helped us work out that we needed an internal claims filing system and a platform to manage revenue capture. Once we understood the goal, we could think more clearly about the product it called for.
For TPN Match, the broader job connected provider participation, payer terms, eligibility, healthcare EDI, claim repricing, remittance, and payment. Providers needed clear referrals and predictable payment. Payer and TPA partners needed accurate terms and reliable transactions. Care navigators needed to understand what was happening to the person seeking care.
These were parts of the same business problem. We had to build a product that could connect them.
Building the wider business
Build for the company we wanted to become.
I led product and platform strategy as TPN Match expanded from matching into network, claims, and payment operations. My role also covered technical sales, integrations, and technology relationships with payer and TPA partners.
That meant working through what TPN needed alongside the technical choices that would make it possible. I also led SOC 2 security and privacy audit work, HIPAA compliance, and the HIPAA attestation milestone.
We focused on a complete payment path before expanding the roadmap. We were learning from live claims while building the system. We had to choose what would help TPN now and what could wait until that foundation was in place.
Choosing the tools
AI had a useful role. So did fixed rules and human judgment.
A knowledge graph organized claims and claim types from different sources. A machine-learning model used that information to estimate negotiated rates and reached production during my tenure. Contracted claim repricing used fixed rules based on CPT code, location, and effective terms.
AI also handled early inbound messages and gathered assessment details before navigator review. People remained responsible for the care and operating decisions that needed their judgment.
We kept the transaction states distinct. A submitted claim, an accepted claim, a remittance, and a payment told us different things. Denials and failures also needed their own records. We had to preserve those differences so people could see what had happened and what still needed attention.
We aimed to absorb more work without adding staff at the same rate. Internal tools helped parse claims, build the knowledge base, support negotiated-rate learning, and prepare inbound conversations.
What the team delivered
A growing network and a live claims system.
TheraMatch and TPN Match reached $1 million in ARR and more than 1 million lives under care in less than 12 months.
From January through June 2026, the product processed more than $1 million in claims volume. Our contracted base covered 120 TPAs and about 1.5 million eligible lives.
Across about 4,000 claims from April through June 2026, 99.59% passed repricing on the first attempt. Our negotiated-rate model reached production, and we connected matching with claims and payment operations.
Those results took a team. My contribution was to help define what we needed to build, lead the product and technology choices, and connect them to the payer relationships and operations that made the product useful.
About this account and these results
I recall this conversation from my time at TPN, and these figures are my reported results. ARR is TheraMatch and TPN Match revenue. Claims volume is the value of claims the platform processed from January through June 2026, which ran above $1 million and is separate from that revenue. About 1.5 million eligible lives describes the contracted base at TPN. 99.59% is first-pass repricing, not a collection rate. The team delivered these results under my product and technology leadership.
Why I remember it
A better understanding changed the product.
That conversation is a recent example of why I ask questions. Understanding the goal helped us agree on a more useful system to build. It gave us a shared purpose for our product, commercial, and technical decisions.
That experience is why I’m building Claims Native. The payer invoicing question at TPN led to an internal claims filing and revenue capture platform. Claims Native takes what I learned there, from claim preparation and checks to exceptions and payment follow-up, to practices that need to keep up with billing. It is in early access.
Visit Claims NativeWork with me
What are you really trying to achieve?
If your team is debating invoices, claims, or payment, a two-week assessment can name the goal before you commit to a build.